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Resource Type: Tool

Vital Signs

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ATTRIBUTES
  • Measuring and Evaluating
  • Recruitment, Retention and Promotion

SOURCE
  • Catalyst

TYPE OF RESOURCE
  • TTool

TARGET AREA
  • Development

TARGET UNIT
  • Diversity & Inclusion, Human Resources, Senior Leadership

LINK TO RESOURCE

Vital Signs

Catalyst
This resource includes several tools to help organizations use a diversity and inclusion lens, and better understand and measure their workforce. These tools include case studies, a guidebook, Excel template, and PowerPoint template. By using these tools, an organization will be able to identify, track, measure, and visualize patterns surrounding the evaluation and progression of talent in the workplace.

Vital Signs helps an organization examine the following components:

  • Representation
  • Hiring
  • Promotions
  • Voluntary turnover
  • Involuntary turnover
  • Key metrics comparison

For more information, click here.

Target Setting Calculator

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ATTRIBUTES
  • Goal Setting
  • Recruitment, Retention and Promotion

SOURCE
  • Workplace Gender Equality Agency (Australia)

TYPE OF RESOURCE
  • TTool

TARGET AREA
  • Development

TARGET UNIT
  • Diversity & Inclusion, Human Resources, Senior Leadership

LINK TO RESOURCE

Target Setting Calculator

Workplace Gender Equality Agency (Australia)
The Australian WGEA created this target-setting calculator for organizations to test a range of propositions to enable setting realistic, achievable gender targets. The approach involves developing two possible scenarios: 1) assuming no significant changes happen in the organization, and 2) assuming changes happen that decrease female turnover and/or increase female recruitment.

The calculator is composed of four tables:

  1. Table 1 collects data to understand gender compositions and key assumptions for the target groups (in raw numbers).
  2. Table 2 is populated automatically based on the data entered in table 1. This table shows the assumption of turnover and recruitment remaining constant and helps see the key variables that will impact gender composition of the target group over time.
  3. Table 3 shows the baseline data and allows for adjusting three key variables:
    1. Variable 1: variation of overall staff numbers
    2. Variable 2: turnover of women in target group
    3. Variable 3: percentage of women recruited (internally and externally).
  4. Table 4 allows testing alternative propositions of aspirational and ambitious targets. It is important to note that setting any type of targets requires conducting a thorough analysis to understand the feasibility of any target.

Here you can find a complete guide and an example of the calculator, and here you can download the calculator.

Participatory Gender Audit – A Tool for Introducing and Managing Institutional Change

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ATTRIBUTES
  • Baseline Assesment
  • Measuring and Evaluating
  • Organizational Culture
  • Recruitment, Retention and Promotion

SOURCE
  • International Training Centre of the International Labour Organization (ITCILO)

TYPE OF RESOURCE
  • TTool

TARGET AREA
  • Development

TARGET UNIT
  • Diversity & Inclusion, Human Resources

LINK TO RESOURCE

Participatory Gender Audit – A Tool for Introducing and Managing Institutional Change

International Training Centre of the International Labour Organization (ITCILO)
The ILO Participatory Gender Audit (PGA) is a tool used to organization’s activities from a gender perspective, verifying its achievements and deficiencies. The PGA combines objective observation of facts and figures with a more in-depth analysis on qualitative standards, beliefs, and opinions to assess the impact of these on gender equality, organizational culture, and wellbeing.

The PGA is carried out by a facilitation team which uses secondary and primary data collection methods. First, data compilation through desk research, then direct observation and dialogue within the organization. After facilitating group participation and collective discussion, a report is produced that describes the organization’s capacity to promote gender equality and diversity.

To learn more, click here.

The Gender Equality Mainstreaming (GEM) Framework – Gender Equality Mainstreaming for Business Growth and Impact

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ATTRIBUTES
  • Baseline Assesment
  • Capacity Building and Awareness Raising
  • Goal Setting
  • Measuring and Evaluating

SOURCE
  • Mennonite Economic Development Associates

TYPE OF RESOURCE
  • TTool

TARGET AREA
  • Development

TARGET UNIT
  • Diversity & Inclusion, Human Resources, Investors

LINK TO RESOURCE

The Gender Equality Mainstreaming (GEM) Framework – Gender Equality Mainstreaming for Business Growth and Impact

Mennonite Economic Development Associates
The Gender Equality Mainstreaming (GEM) Framework has two components:

The GEM Self-assessment: This assessment is composed of three surveys that allow companies to measure their own gender equality and inclusion performance across a series of environmental, social, and governance(ESG) criteria. After providing a gender score for each component of ESG, MEDA then offers a series of recommendations on ways that the business can mainstream gender within operations.

The GEM Framework: This comprehensive framework is presented as a manual and can be used by investors and capacity builders to assess gender equality and measure gender mainstreaming strategies within a business.

The six steps of the GEM Framework are:

Step 1: Identification: Determine whether a business is an appropriate candidate for GEM.

Step 2: Scoping assessment: Complete a high-level assessment of business performance in GEM and business practices and policies.

Step 3: Full assessment: Conduct an in-depth assessment of business performance in GEM and identify areas of improvement. Businesses can also complete this step to conduct a self-assessment.

Step 4: Strategy development: Develop GEM strategies that align with business growth.

Step 5: Implementation, monitoring, and learning: Monitor and learn from GEM implementation.

Step 6: Impact measurement: Measure the long-term impact of GEM implementation initiatives.

To read the full guide, click here.

The Women’s Empowerment Principles Gender Gap Analysis Tool

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ATTRIBUTES
  • Baseline Assesment

SOURCE
  • UN Global Compact & UN Women

TYPE OF RESOURCE
  • TTool

TARGET AREA
  • Development

TARGET UNIT
  • Diversity & Inclusion, Human Resources

LINK TO RESOURCE

The Women's Empowerment Principles Gender Gap Analysis Tool

UN Global Compact & UN Women
The Women’s Empowerment Principles Gap Analysis Tool (WEPs Tool) helps companies identify strengths, gaps, and opportunities to improve their performance on gender equality. It is a joint project of the UN Global Compact, UN Women, the Multilateral Investment Fund of the IDB, and the Inter-American Investment Corporation. The tool comprises 18 multiple-choice questions and 17 optional outcome indicators covering gender equality across business functions in leadership, workplace, marketplace, and community. Once all information has been gathered internally, it is expected to take an average of two to three hours to complete.

For more information, click here.

Let’s Speak Gender: 10 Principles of Gender-Responsive Communications for Development

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ATTRIBUTES
  • Intersectionality
  • Marketing and Advertising

SOURCE
  • UNDP

TYPE OF RESOURCE
  • TTool

TARGET AREA
  • Development

TARGET UNIT
  • Advertising, All Units, Marketing

LINK TO RESOURCE

Let's Speak Gender: 10 Principles of Gender-Responsive Communications for Development

UNDP
This resource provides guidance on gender-responsive representation in communications based on the premise that language can reinforce or subvert gender inequalities. It lists common mistakes made when communicating and how they contribute to gender inequality, and provides best practice examples to avoid or correct such behaviour.

There are 10 principles that can be used to reduce gender-based discrimination in communications:

  1. Go beyond featuring women: Explore various aspects of gender inequality.
  2. Ensure visibility for men and women: Include perspectives of women in decision-making processes.
  3. Do not diminish women’s contributions: Consider the role and impact of gender relations in portrayals.
  4. Do not reinforce gender stereotypes: Use non-stereotypical colours to represent men and women.
  5. Portray diversity: Consider the variety of experiences of men and women of different backgrounds.
  6. Use gender-responsive language: Use singular ‘they’, gender-inclusive job titles.
  7. Do not victimize: Show women and men as active participants to development, not beneficiaries.
  8. Do not patronize: Portray women accomplishing great results.
  9. Present facts, not judgements: Focus on presenting facts and quotes.
  10. Be open: Be open to listening, learning, and improving.

To learn more, click here.

OHS Answers Fact Sheets – Violence in the Workplace

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ATTRIBUTES
  • Workplace Wellbeing and Safety

SOURCE
  • Canadian Centre for Occupational Health and Safety

TYPE OF RESOURCE
  • TTool

TARGET AREA
  • Implementation

TARGET UNIT
  • Human Resources, Occupational Health and Safety

LINK TO RESOURCE

OHS Answers Fact Sheets – Violence in the Workplace

Canadian Centre for Occupational Health and Safety
This resource is an extensive fact sheet from the Canadian Centre for Occupational Health and Safety on preventing violence in the workplace.The resourceincludes information on what work-related factors increase the risk of violence, elements to help recognize if the workplace is at risk, what can be done to prevent violence in the workplace, and examples of preventive measures.

What can I do to prevent violence in my workplace?

According to CCOHS, the most important component of any workplace violence prevention program is management commitment communicated through a written policy. The policy should:

  • Be developed by management and employees’ representatives, and apply to management, employees, clients, independent contractors, and anyone who has a relationship with your organization.
  • Define what workplace violence means in concrete language and provide clear examples of unacceptable behaviour and working conditions.
  • State in clear terms the organization’s commitment towards workplace violence and the consequences of violent acts.
  • Outline confidential processes to report incidents, encourage reporting, and ensure no reprisals.
  • Establish procedures to investigate and resolve complaints and commit to support victims.
  • Commit to fulfill violence prevention training to all personnel.

To access this full resource, click here.

Bias in Performance Management Review Process

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ATTRIBUTES
  • Career Development
  • Recruitment, Retention and Promotion

SOURCE
  • Cook Ross

TYPE OF RESOURCE
  • TTool

TARGET AREA
  • Implementation

TARGET UNIT
  • All Management, Senior Leadership

LINK TO RESOURCE

Bias in Performance Management Review Process

Cook Ross
This resource explains the four domains of bias in performance management: rater bias, self-rater bias, structural bias, and calibration bias. It also includes several examples of how to mitigate each type of bias.

Rater bias: Difference between in-person performance reviews between men, compared to between men and women.

Examples of how to mitigate rater bias:

  • Give performance reviews the importance they deserve – avoid haste and distractions.
  • Use a performance management assessment aid to guide the process.

Self-rater bias: Misrepresentation of an individual’s performance self-evaluation between accomplishments and self-image.
Examples of how to mitigate self-rater bias:

  • Raters should be conscious of the potential cultural or gender differences in self-rating.
  • Reduce self-rater bias on performance reviews by exercising practices of objectivity.

Structural bias: Bias found in and reinforced by organizational structure.
Examples of how to mitigate structural bias:

  • Have clear and transparent rating areas and weighting processes.
  • Expose structural biases prior to performance reviews and continually address them.

Calibration bias: Bias originated from relative rating of performance reviews.

 

Examples of how to mitigate calibration bias:

  • Having a clearly defined process for identifying and discussing bias throughout the calibration process will yield a more objective comparison between people.
  • Introducing bias management strategies prior to performance reviews allows the normalization of bias awareness and can assist in objective discussions during the calibration meeting.

To read more about biases and how to mitigate them, click here.

Textio Hire App

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ATTRIBUTES
  • Internal Communication
  • Marketing and Advertising
  • Recruitment, Retention and Promotion

SOURCE
  • Textico

TYPE OF RESOURCE
  • TTool

TARGET AREA
  • Implementation

TARGET UNIT
  • Human Resources

LINK TO RESOURCE

Textio Hire App

Textico
This app has been identified as an effective tool to analyze language in job descriptions to attract a more diverse applicant pool. The app uses real-world hiring outcomes from millions of job posts and recruiting mails to suggest changes to the wording of your job posts. Johnson & Johnson is an example of a company that utilizes Textio. When the company piloted the app, they found a 9 percent increase in the number of women applying, which equates to approximately 90,000 additional women each year.

To learn more, click here.

Pay Equity for Small Businesses: Three Step Guide to Fairer Pay in your Organization

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ATTRIBUTES
  • Closing Gender Wage Gaps

SOURCE
  • Workplace Gender Equality Agency (Australia)

TYPE OF RESOURCE
  • TTool

TARGET AREA
  • Strategy

TARGET UNIT
  • Human Resources

LINK TO RESOURCE

Pay Equity for Small Businesses: Three Step Guide to Fairer Pay in your Organization

Workplace Gender Equality Agency (Australia)
In this resource, the Workplace Gender Equality Agency, in collaboration with economic Security4Women, has developed a three-step guide for small businesses to address pay inequity. Small businesses face a unique set of issues when it comes to managing and improving equality between women and men in their workplace. These typically include higher impact of parental leave costs, challenges in implementing flexible work options, limited or no human resource support or function, and inadequate data collection systems and processes. Despite these challenges, there are many benefits to be gained by small businesses that address pay equity and gender equality more broadly.

The three steps discussed in the guide are as follows:

  1. Getting Started
  • Develop an understanding of the key issues
  • Articulate why pay equity is important for your business
  • Commit to addressing pay equity issues
  1. Reviewing Your Data
  • Collect relevant payroll data
  • Analyze the payroll data for the women and men
  1. Take Action
  • Identify any gender pay gaps and investigate causes
  • Build a clear set of goals and action plans
  • Monitor and review pay equity continuously

To learn more, click here.